How I Built a Successful Legal Practice as a Fee-Share Partner

In the legal world, transitioning from a traditional law firm to a fee-share model is a trend gaining momentum every year. It offers a refreshing alternative to the rigid, hierarchical structure of traditional firms, attracting lawyers seeking more flexibility, autonomy, and control over their careers. But what does it take to make the move?

To explore this entrepreneurial shift, we spoke with Victoria Edge, Richard Osborn, Libby Cooper, and Satpaul Dard, all of whom successfully transitioned from traditional law firms to build a successful legal practice Excello Law.

Motivations to Move from Traditional Law to a Fee-Share Firm

For many legal professionals, the decision to join a fee-share model stems from a desire for independence and greater control over their professional lives.

Victoria Edge, now running her own legal practice at Excello Law, emphasises the freedom this model offers. “I wanted to be able to work on my own terms and manage my practice the way I wanted. The fee-share model allows me to be my own boss, but with the support of a wider network,” she explains. Victoria was driven by the need for a better work-life balance and a strong entrepreneurial spirit. “Being entrepreneurial is about taking ownership of your own success. In a fee-share model, you’re not just practicing law—you’re building your own brand, managing clients, and shaping your business from the ground up.”

Richard Osborn echoes these sentiments, describing the fee-share model as a pathway to greater autonomy. “I needed to be able to control my future. In a traditional law firm, you’re one part of a larger machine. I wanted to take that entrepreneurial leap—have the flexibility, but also the responsibility—to build something of my own.”

Overcoming Challenges

While the benefits of fee-share models are enticing, the transition from the ‘safety’ of a traditional firm can be intimidating. Financial uncertainty is often a significant concern for those moving from salaried positions to self-employment.

Libby Cooper recalls her apprehension about leaving the stability of a traditional firm. “Going from a salaried position to being self-employed, even with the support of a network, felt like a big leap. There was always the worry that I wouldn’t make enough to cover expenses or, worse, fail to build a client base.”

Similarly, Satpaul Dard describes the challenge of embracing financial unpredictability. “The thought of transitioning from a steady income to a more unpredictable model was daunting at first. But after talking to others who had made the jump, I realised the entrepreneurial nature of the fee-share model means you’re not just reliant on a salary. You control your income and growth potential, and while that can be daunting initially, it also creates an unmatched level of freedom and opportunity.”

For Libby, the initial concerns faded as she gained confidence in the model. “What I came to realise is that by managing my own caseload, I had more freedom to focus on what I was passionate about. That translated to more satisfaction in my work, even if the financial picture was uncertain in the beginning. I find I have been more successful because I am more passionate about what I do now.”

Building Up Your Practice

Building a successful legal practice under a fee-share model requires determination, networking, and strategic thinking.

Victoria Edge stresses the importance of self-promotion and adaptability. “Being entrepreneurial isn’t just about being independent—it’s about thinking outside the box. You have to be strategic, proactive, and always looking for new ways to expand and deliver value to your clients.”

Libby Cooper describes her journey as a gradual process. “I spent a lot of time networking, attending events, and speaking to people about my practice. There were times when it felt like a slow start, but it eventually picked up.”

Satpaul Dard highlights the creativity required to stand out in a competitive market. “I knew that I had to create value in the market, but I also had to be creative about how I marketed myself. This was a unique opportunity to take a fresh approach to growing a practice, and I wasn’t afraid to think outside the box.”

The wider network of lawyers within the firm provides excellent opportunities for generating internal referrals. Satpaul highlights the value of networking events at Excello Law, saying:

“Just last week, Richard and I attended an Excello-organised lunch for Midlands-based lawyers—a great example of how Excello brings lawyers together. Some of us work regularly in offices, while others primarily work from home. It’s a brilliant way to meet new colleagues, discuss cases and matters, and generate work. There’s always a huge turnout for these events, which shows the strong appetite for collaboration.”

Richard emphasises the importance of a collaborative network in building his practice, highlighting how Excello’s team approach, alongside support from business development and marketing, enables lawyers to grow their legal practices and caseloads. He explains:

“For me, moving to Excello meant having the backing of teams in other areas, like construction, planning, and environmental law—specialties that clients often need for large development projects. I considered other new-model firms, but what stood out about Excello was the level of support and the ability to reassure clients that they’d have access to a full spectrum of expertise. Trusting your colleagues is crucial.

At Excello, there are countless opportunities to connect and collaborate with lawyers across different practice areas. The business development and marketing teams are also invaluable, helping us to pitch for new clients and projects effectively. Their support allows us to grow our legal practices and build a strong caseload, whether by attracting new clients or securing more exciting work. With over 200 lawyers covering everything you’d find at a traditional law firm, we’re able to work as a cohesive team. It’s similar to traditional firms in that sense, but with the added benefits of flexibility and a stronger focus on collaboration.”

Can You Have Your Own Brand?

One of the most appealing aspects of the fee-share model is the opportunity to build a personal brand, an area where traditional firms often limit individual expression.

Richard reflects on Excello’s structure: ‘You can have your own brand at Excello. Some firms, like Lowry Legal and 458 Law, operate as trading names of Excello Law using Excello’s infrastructure while maintaining their individual branding—and they’re thriving.

This flexibility is a key advantage. Whether you prefer to run everything through Excello, like I do, or set up your own practice, the choice is yours. You can also bring a team to work under the Excello brand or recruit your own staff. Shared paralegals are available to assist across teams, adding to the versatility. Excello’s adaptable model accommodates various working styles, making it an incredibly beneficial platform.”

Richard Osborn finds this autonomy invaluable. “One of the biggest attractions for me was being able to manage my own brand. I didn’t want to just be known as a lawyer working under someone else’s name—I wanted to build a reputation based on my skills and client relationships. The fee-share model allows me to do that.”

Victoria shares a similar perspective, emphasising the freedom to shape her identity in the market. “In a fee-share arrangement, you’re able to position yourself however you want. That kind of flexibility to be entrepreneurial and shape your practice the way you see fit is something you can’t easily find in traditional firms.”

Libby explains how she has seen the desire for lawyers to operate under their own brand name grow over time: “Entrepreneurialism is the heart of this model—you’re building a practice that reflects who you are, with the support of a wider infrastructure that lets you stay nimble and focus on what matters most.” Whether you choose to establish your own brand or operate under Excello’s, the core principle remains the same: you’re running your own legal practice, shaping it to align with your values and goals.

The Future of Fee-Share in the Legal Profession

The fee-share model isn’t just reshaping individual careers—it’s redefining the legal profession itself.

Satpaul Dard sees this approach as a glimpse into the future of law. “This model is a true representation of what the future of law can look like. It’s flexible, it’s entrepreneurial, and it allows lawyers to thrive in ways that traditional firms simply can’t offer. The industry needs to evolve, and this is one way to make that happen.” He adds, ‘”People working at Linklaters—if you cut someone open at Linklaters, you’d expect them to all be made from the same mould.

That said, some brilliant lawyers find they want more than what the traditional law firm model offers. They may have a different approach, want to specialise in a particular area, or simply crave more autonomy in how they work. These are the lawyers who want more from their legal careers, and they are the ones drawn to the flexibility and entrepreneurial spirit of the fee-share model.”

The entrepreneurial shift towards fee-share models is transforming the legal profession, offering lawyers the chance to take control of their careers and align their work with their values. For professionals like Victoria Edge, Richard Osborn, Libby Cooper, and Satpaul Dard, the challenges of the transition are outweighed by the rewards—both professional and personal. As more lawyers embrace this model, it’s clear that fee-share arrangements are not just a trend but a powerful choice for legal professionals seeking flexibility, autonomy, and growth in a changing industry.